Click here to get a copy of the the four-box problem solving tool described in more detail below!

All three tools and processes support the basic problem solving Plan-Do-Check-Act cycle and serve the dual purposes of: 1) solving problems and 2) developing problem solving capability in others.

Words of caution: it’s not about the tools, but the processes

I write this post with a some words of caution. If your goal is to create an organization filled with problem solvers, remember that it’s not about the tool(s), but rather the thinking process, the coaching process that supports problem solving, and the learning process the comes out of it.

1. A3 problem solving

Problem solving A3 thinking flow (remember, the template is not what is is important!). Source: “Managing to Learn” by John Shook

When to use a problem solving A3?

A3 problem solving supports root cause analysis and development of a plan to close the gaps between target and actual performance.

A3 problem solving reports are best served for problems that are complex, that cross organizational boundaries, or are ones that “we’ve been working on for years”.

A3s can be strategic in support of strategy deployment (hoshin kanri) or can be focused on a complex organizational problem.

More information

For those of you unfamiliar with what an A3 is, there are many great resources out there to learn about the technical and social aspects of problem solving using the A3 process.

I recommend John Shook’s book “Managing to Learn” as the best overview of the A3 learning and coaching process.

Managers coaching front line employees how to solve problems

An important element of using this tool in support of developing problem solving capabilities in an organization is that once a manager learns the basic problem solving process, he or she should not be the one doing the actual problem solving(e.g. the one filling out the tool or collecting the actual data).

Instead, this is an opportunity for a manager to move into a coaching role and support the area staff in doing the thinking by asking effective questions that support their development of problem solving skills.

Real example managers coaching frontline problem solving

The 4-box tool is used at stand-up weekly meetings between a manager and staff to support local problem solving and capability development. It makes the area’s thinking visible.

For example, at the Palo Alto Medical Foundation, we used this tool with great success as a way to teach front line managers how to develop problem solving skills in their staff – while simultaneously solving important organizational problems occurring in their areas.

Managers would choose a metric in which their area was under-performing and ask their staff to help take ownership of collecting data and thinking about root causes and possible countermeasures.

They would display the four-box problem solving tool at their local visibility boards. At weekly (or sometime more frequent) stand-up meetings, managers would ask their staff questions to support their problem solving process across the four boxes.

A benefit was at “gemba rounds” where senior leadership would come to check on the performance status of the area, managers and the staff now had a way to make visible their thinking about how they were closing the gap on important problems, and senior leadership had an opportunity to see how their managers were developing their coaching skills.

A3 versus A4 four-box process

Of course, a regular A3 problem solving process could also be used to address localized problems too, if the manager is the one leading the thinking process.

However, we found that if the goals was for the manager to engage his or her staff in the problem ownership, we found that a more simplified approach of the “four-box” A4 format was an easier way to introduce problem solving / PDCA thinking to the frontline.

3: Just do-its, daily improvement ideas and everyday kaizen

In contrast the the above tools, some problems are “just do its” – the root cause is known and a quick fix can be put into place.

Many times in organizations, people do not come forward with their ideas for small improvements. Using processes and tools to engage everyone, from the front-line to senior leaders, in addressing the small problems that they encounter every day is a fundamental part of creating a “kaizen” culture.

Employee suggestions

Many organizations choose to use employee suggestions or idea forms to address these types of problems. Employees put forward ideas for problems that can be solved with simple solutions, which are then reviewed by the manager and the team.

“Situation-Target-Proposal” tool

An example of what a Situation-Target-Proposal or employee suggestion from can look like.

At Packard Children’s Hospital at Stanford University, where I worked for nearly six years, we used a form called “STP” (which stood for “situation, target, proposal”). It fit onto a A4 (letter) sized paper cut into quarters.

On the form, an employee describes:

the “situation” (what is currently happening)

the “target” (what should be happening)

and the “proposal” (their idea for how to move from current to target condition).

At stand-up meetings, the team, with oversight from leadership, then prioritizes the improvements and support needed to put the ideas into place.

Daily kaizen processes in Japan

12,000 ideas generated last year at Mirai Industries in Japan

The “STP” process is one that looks very similar to daily kaizen and employee suggestion processes that I saw in Lean thinking organizations in Japan over the past two years.

I’ve written about these approaches to daily kaizen in earlier posts, including:

Many of these organizations keep a running tab of the number of suggestions submitted (and implemented) per employee and rewarded that person at the end of the year. They saw this as a process to simulate friendly competition to incentivize (and reward) everyone to engage in daily kaizen.

Remember: It’s not about the tool, it’s about the thinking, the coaching, and the learning

All of the problem solving tools and formats I’ve described above can be of value when they support the development of individuals as problem solvers in the scope of their responsibility.

The actual tool and form is just a way to make visual the problem solving thinking, and a structure to support the rigor of the problem solving process required to deeply understand the problem at hand.

Match the tool with the complexity of the problem. And don’t forget, it’s about the coaching and learning that goes behind it.

The social aspect of coaching and developing problem solving thinking of others is the the real leverage deep thinking Lean organizations have developed.

What do you think?

What is your experience in supporting problem solving in your organization? Are there other tools or processes that you have found valuable? Please share your insights, questions and comments in the comments area below.

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